Charting A Company'S Direction:: Its Vision, Mission, Objectives, and Strategy

CHAPTER 2
CHARTING A COMPANY’S DIRECTION:

Its Vision, Mission, Objectives, and Strategy
(c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THIS CHAPTER WILL HELP YOU UNDERSTAND:
LO 1 Why it is critical for company managers to have a clear
strategic vision of where a company needs to head and why.
LO 2 The importance of setting both strategic and financial
objectives.
LO 3 Why the strategic initiatives taken at various organizational
levels must be tightly coordinated to achieve companywide
performance targets.
LO 4 What a company must do to achieve operating excellence
and to execute its strategy proficiently.
LO 5 The role and responsibility of a company’s board of directors
in overseeing the strategic management process.
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 2–2
WHAT DOES THE STRATEGY-MAKING,
STRATEGY-EXECUTING PROCESS ENTAIL?
1. Developing a strategic vision, a mission statement, and

a set of core values.
2. Setting objectives for measuring the firm's performance
and tracking its progress.
3. Crafting a strategy to move the firm along its strategic
course and to achieve its objectives.
4. Executing the chosen strategy efficiently and
effectively.
5. Monitoring developments, evaluating performance, and
initiating corrective adjustments.
2–3
FIGURE 2.1 The Strategy-Making, Strategy-Executing Process
Strategy Strategy
Making Execution
2–4
STRATEGIC MANAGEMENT PRINCIPLE
♦ A company’s strategic plan lays out its future

direction, performance targets, and strategy.
2–5
STAGE 1: DEVELOPING A STRATEGIC VISION,
A MISSION STATEMENT, AND A SET
OF CORE VALUES
 Developing a Strategic Vision:

● Delineates management’s future aspirations for the
firm to its stakeholders.
● Provides direction—“where we are going.”
● Sets out the compelling rationale
(strategic soundness) for the firm’s direction.
● Uses distinctive and specific language to set the firm
apart from its rivals.
2–6
♦ A strategic vision describes management’s

aspirations for the future and delineates the
company’s strategic course and long-term
direction.
2–7
TABLE 2.1 Wording a Vision Statement—the Dos and Don’ts
The Dos The Don’ts

Be graphic Don’t be vague or incomplete
Be forward-looking and directional Don’t dwell on the present
Keep it focused Don’t use overly broad language
Have some wiggle room Don’t state the vision in bland or

uninspiring terms
Be sure the journey is feasible Don’t be generic
Indicate why the directional path Don’t rely on superlatives only

makes good business sense
Make it memorable Don’t run on and on
ILLUSTRATION Examples of Strategic Visions—
CAPSULE 2.1 How Well Do They Measure Up?
Vision Statement for Coca-Cola

Our vision serves as the framework for our Roadmap and guides every aspect of our
business by describing what we need to accomplish in order to continue achieving
sustainable, quality growth.
• People: Be a great place to work where people are inspired to be the best they can be.
• Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and
satisfy people’s desires and needs.
• Partners: Nurture a winning network of customers and suppliers; together we create
mutual, enduring value.
• Planet: Be a responsible citizen that makes a difference by helping build and support
sustainable communities.
• Profit: Maximize long-term return to shareowners while being mindful of our overall
responsibilities.
• Productivity: Be a highly effective, lean and fast-moving organization.
Effective Elements Shortcomings

• Graphic • Makes good business sense • Long
• Focused • Flexible • Not forward-looking
2–9
Vision Statement for Proctor & Gamble

We will provide branded products and services of superior quality and
value that improve the lives of the world’s consumers, now and for
generations to come. As a result, consumers will reward us with
leadership sales, profit and value creation, allowing our people, our
shareholders and the communities in which we live and work to
prosper.

• Forward-looking • Not graphic
• Flexible • Not focused
• Feasible • Not memorable
• Makes good business sense
2–10
Vision Statement for Heinz

We define a compelling, sustainable future
and create the path to achieve it.

• Forward-looking • Not graphic
• Flexible • Not focused
• Confusing
• Not memorable
• Not necessarily feasible
2–11
♦ For which of these businesses is it the

most difficult to create a vision statement?
♦ How does the scope of a business affect
the language of its vision statement?
♦ How would you reword the Coca-Cola
mission statement to reduce it to less than
100 words?
(Coca-Cola currently = 121 words)
2–12
COMMUNICATING THE STRATEGIC VISION
 Why Communicate the Vision:

● Fosters employee commitment to the firm’s
chosen strategic direction.
● Ensures understanding of its importance.
● Motivates, informs, and inspires internal and
external stakeholders.
● Demonstrates top management support for
the firm’s future strategic direction and
competitive efforts.
2–13
♦ An effectively communicated vision is a

valuable management tool for enlisting the
commitment of company personnel to engage
in actions that move the company forward in
the intended direction.
2–14
PUTTING THE STRATEGIC VISION IN PLACE
 Put the vision in writing and distribute it.

 Hold meetings to personally explain the
vision and its rationale.
 Create a memorable slogan that captures
the essence of the vision.
 Emphasize the positive payoffs for
making the vision happen.
2–15
WHY A SOUND, WELL-COMMUNICATED
STRATEGIC VISION MATTERS
 It crystallizes senior executives’ own views about the

firm’s long-term direction.
 It reduces the risk of rudderless decision making.
 It is a tool for winning the support of organization
members to help make the vision a reality
 It provides a beacon for lower-level managers in setting
departmental objectives and crafting departmental
strategies that are in sync with the firm’s overall
strategy.
 It helps an organization prepare for the future.
2–16
DEVELOPING A COMPANY MISSION STATEMENT
 The Mission Statement:

● Uses specific language to give the firm its
own unique identity.
● Describes the firm’s current business and
purpose—“who we are, what we do, and why
we are here.”
● Should focus on describing the firm’s
business, not on “making a profit”—earning a
profit is an objective not a mission.
2–17
♦ The distinction between a strategic vision and a

mission statement is fairly clear-cut:
● A strategic vision portrays a firm’s aspirations for
its future (“where we are going”)
● A firm’s mission describes its purpose and its
present business (“who we are, what we do, and
why we are here”).
2–18
THE IDEAL MISSION STATEMENT
 Identifies the firm’s product or services.

 Specifies the buyer needs it seeks to satisfy.
 Identifies the customer groups or markets it is
endeavoring to serve.
 Specifies its approach to pleasing customers.
 Sets the firm apart from its rivals.
 Clarifies the firm’s business to stakeholders.
2–19
LINKING THE VISION AND MISSION
WITH CORE VALUES
 Core Values
● Are the beliefs, traits, and behavioral norms that
employees are expected to display in conducting the
firm’s business and in pursuing its strategic vision
and mission.
● Become an integral part of the firm’s culture and what
makes it tick when strongly espoused and supported
by top management.
● Matched with the firm’s vision, mission, and strategy
contribute to the firm’s business success.
2–20
CORE CONCEPT
♦ A firm’s core values are the beliefs, traits, and

behavioral norms that the firm’s personnel are
expected to display in conducting the firm’s
business and pursuing its strategic vision and
mission.
2–21
ILLUSTRATION Patagonia, Inc.:
CAPSULE 2.2 A Values-Driven Company
♦ Patagonia’s Mission Statement

● Build the best product, cause no unnecessary harm, use
business to inspire and implement solutions to the
environmental crisis.
♦ Patagonia’s Core Values
● Quality: Pursuit of ever-greater quality in everything we do.
● Integrity: Relationships built on integrity and respect.
● Environmentalism: Serve as a catalyst for personal and
corporate action.
● Not Bound by Convention: Our success—and much of
the fun—lies in developing innovative ways to do things.
2–22
ILLUSTRATION Patagonia, Inc.:
CAPSULE 2.2 A Values-Driven Company
♦ Patagonia’s Core Values

● How do Patagonia’s core values reflect the value
it places on its human capital?
● What effects do Patagonia’s core values have on
its hiring practices?
● How does Patagonia’s relentless attention to the
management of its supply chain support its core
values?
● Why has Patagonia been successful in holding its
contract manufacturers accountable when other
firms have not?
2–23
STAGE 2: SETTING OBJECTIVES
 The Purposes of Setting Objectives:

● To convert the vision and mission into specific,
measurable, timely performance targets.
● To focus efforts and align actions throughout
the organization.
● To serve as yardsticks for tracking a firm’s
performance and progress.
● To provide motivation and inspire
employees to greater levels of effort.
2–24
CONVERTING THE VISION AND MISSION
INTO SPECIFIC PERFORMANCE TARGETS
Specific
Characteristics
Quantifiable Challenging
of Well-Stated
(Measurable) (Motivating)
Objectives
Deadline for
Achievement
2–25
CORE CONCEPT
♦ Objectives are an organization’s performance

targets—the specific results management
wants to achieve.
♦ Stretch objectives set performance targets
high enough to stretch an organization to
perform at its full potential and deliver the best
possible results.
2–26
CORE CONCEPT
♦ A company exhibits strategic intent when it

relentlessly pursues an ambitious strategic
objective, concentrating the full force of its
resources and competitive actions on achieving
that objective.
2–27
CHARACTERISTICS OF STRATEGIC INTENT
 Indicates firm’s intent to making quantum gains in

competing against key rivals and to establishing itself as
a winner in the marketplace, often against long odds.
 Involves establishing a grandiose performance target
out of proportion to immediate capabilities and market
position but then devoting the firm’s full resources and
energies to achieving the target over time.
 Entails sustained, aggressive actions to take market
share away from rivals and achieve a much stronger
market position.
2–28
THE IMPERATIVE OF SETTING
STRETCH OBJECTIVES
 Setting stretch objectives promotes better

overall performance because stretch targets:
● Push a firm to be more inventive.
● Increase the urgency for improving financial
performance and competitive position.
● Cause the firm to be more intentional and
focused in its actions.
● Act to prevent internal inertia and contentment with
modest to average gains in performance.
2–29
THE NEED FOR SHORT-TERM AND
LONG-TERM OBJECTIVES
 Short-Term Objectives:
● Focus attention on quarterly and annual performance
improvements to satisfy near-term shareholder
expectations.
 Long-Term Objectives:
● Force consideration of what to do now to achieve
optimal long-term performance.
● Stand as a barrier to an undue focus on short-term
results.
2–30
CORE CONCEPTS
♦ Financial objectives relate to the financial

performance targets management has
established for the organization to achieve.
♦ Strategic objectives relate to target
outcomes that indicate a company is
strengthening its market standing, competitive
position, and future business prospects.
2–31
WHAT KINDS OF OBJECTIVES TO SET
♦ Financial Objectives ♦ Strategic Objectives

● Communicate top ● Are the firm's goals
management’s goals related to marketing
for financial standing and
performance. competitive position.
● Are focused ● Are focused
internally on the externally on
firm’s operations and competition vis-à-vis
activities. the firm’s rivals.
SETTING FINANCIAL OBJECTIVES
Examples of Financial Objectives

♦ An x percent increase in annual revenues
♦ Annual increases in after-tax profits of x percent
♦ Annual increases in earnings per share of x percent
♦ Annual dividend increases of x percent
♦ Profit margins of x percent
♦ An x percent return on capital employed (ROCE) or return on
shareholders’ equity investment (ROE)
♦ Increased shareholder value—in the form of an upward-trending
stock price
♦ Bond and credit ratings of x
♦ Internal cash flows of x dollars to fund new capital investment
2–33
SETTING STRATEGIC OBJECTIVES
Examples of Strategic Objectives

♦ Winning an x percent market share
♦ Achieving lower overall costs than rivals
♦ Overtaking key competitors on product performance or quality
or customer service
♦ Deriving x percent of revenues from the sale of new products
introduced within the next five years
♦ Having broader or deeper technological capabilities than rivals
♦ Having a wider product line than rivals
♦ Having a better-known or more powerful brand name than rivals
♦ Having stronger national or global sales and distribution capabilities
than rivals
♦ Consistently getting new or improved products and services
to market ahead of rivals
2–34
CORE CONCEPT
♦ The Balanced Scorecard is a widely used

method for combining the use of both strategic
and financial objectives, tracking their
achievement, and giving management a more
complete and balanced view of how well an
organization is performing.
2–35
THE NEED FOR A BALANCED APPROACH
TO OBJECTIVE SETTING
 A balanced scorecard measures

a firm’s optimal performance by:
 Placing a balanced emphasis on achieving
both financial and strategic objectives.
 Tracking both measures of financial
performance and measures of whether a
firm is strengthening its competitiveness
and market position.
2–36
GOOD STRATEGIC PERFORMANCE IS THE KEY
TO BETTER FINANCIAL PERFORMANCE
 Good financial performance is not enough:

● Current financial results are lagging indicators of past
decisions and actions which does not translate into a
stronger competitive capability for delivering better
financial results in the future.
● Setting and achieving stretch strategic objectives
signals a firm’s growth in both competitiveness and
strength in the marketplace.
● Good strategic performance is a leading indicator of a
firm’s increasing capability to deliver improved future
financial performance.
2–37
SETTING OBJECTIVES FOR EVERY
ORGANIZATIONAL LEVEL
 Breaks down performance targets for each

of the organization’s separate units.
 Fosters setting performance targets that
support achievement of firm-wide strategic
and financial objectives.
 Extends the top-down objective-setting process
to all organizational levels.
2–38
ILLUSTRATION
CAPSULE 2.3
Examples of Company Objectives
♦ Walgreens, Pepsico, Yum! Brands

● Which company included no strategic objectives
in its listing of objectives?
● Which company has the shortest-term focus
based on it objectives? Which has the longest-
term focus?
● Which company’s listing of objectives appears to
best fit the balanced scorecard concept?
STAGE 3: CRAFTING A STRATEGY
 Strategy Making:
● Addresses a series of strategic how’s.
● Requires choosing among strategic
alternatives.
● Promotes actions to do things differently from
competitors rather than running with the herd.
● Is a collaborative team effort that involves
managers in various positions at all
organizational levels.
2–40
STRATEGY MAKING INVOLVES MANAGERS
AT ALL ORGANIZATIONAL LEVELS
 Chief Executive Officer (CEO)

● Has ultimate responsibility for leading the strategy-making
process as strategic visionary and as chief architect of strategy.
 Senior Executives
● Fashion the major strategy components involving their areas of
responsibility.
 Managers of subsidiaries, divisions, geographic regions,
plants, and other operating units (and key employees
with specialized expertise)
● Utilize on-the-scene familiarity with their business units to
orchestrate their specific pieces of the strategy.
2–41
♦ In most companies, crafting and executing

strategy is a collaborative team effort in which
every manager has a role for the area he or
she heads; it is rarely something that only high-
level managers do.
2–42
WHY IS STRATEGY-MAKING OFTEN
A COLLABORATIVE PROCESS?
 The many complex strategic issues involved and

multiple areas of expertise required can make the
strategy-making task too large for one person or a small
executive group.
 When operations involve different products, industries
and geographic areas, strategy-making authority must
be delegated to functional and operating unit managers
such that all managers have a strategy-making role—
ranging from major to minor—for the area they head!
2–43
A FIRM’S STRATEGY-MAKING HIERARCHY
Corporate Multibusiness Strategy—how to gain synergies from managing a

Strategy portfolio of businesses together rather than as separate businesses
Two-Way Influence
• How to strengthen market position and gain competitive advantage

Business
• Actions to build competitive capabilities of single businesses
Strategy
• Monitoring and aligning lower-level strategies
Two-Way Influence
• Add relevant detail to the how’s of the business strategy

Functional Area
• Provide a game plan for managing a particular activity in ways that
Strategies
support the business strategy
Two-Way Influence
• Add detail and completeness to business and functional strategies

Operating
• Provide a game plan for managing specific operating activities with
Strategies
strategic significance
2–44
Orchestrated by Corporate Strategy
FIGURE 2.2 the CEO and (for the set of businesses as a whole)
• How to gain advantage from managing a set In the case of a
A Company’s other senior
single-business
executives of businesses
Strategy- company, these
Making two levels of the
strategy-making
Hierarchy hierarchy merge
Two-Way Influence
into one level—
Business
strategy—that is
Orchestrated by the senior executives Business Strategy orchestrated by
of each line of business, often with (one for each business the firm has diversified into) the company's
advice from the heads of functional • How to gain and sustain a competitive advantage CEO and other
areas within the business and other for a single line of business top executives.
key people.
Two-Way Influence
Functional Area Strategies

Orchestrated by the heads of major
(within each business)
functional activities within a
• How to manage a particular activity within a firm
particular business, often in
in ways that support the business strategy
collaboration with other key people.
Two-Way Influence
Orchestrated by brand managers, Operating Strategies

plant managers, and the heads of (within each functional area)
other strategically important activities, • How to manage activities of strategic
such as distribution, purchasing, significance within each functional area,
and website operations, often with adding detail and completeness
input from other key people.
2–45
CORE CONCEPTS
♦ Corporate strategy is strategy at the multi-

business level, concerning how to improve
company performance or gain competitive
advantage by managing a set of businesses
simultaneously.
♦ Business strategy is strategy at the single-
business level, concerning how to improve the
performance or gain a competitive advantage
in a particular line of business.
2–46
UNITING THE STRATEGY-MAKING HIERARCHY
Corporate-level
Business-level
Functional-level
Operational-level
2–47
♦ A company’s strategy is at full power only when

its many pieces are united. Anything less than
a unified collection of strategies weakens the
overall strategy and is likely to impair company
performance.
2–48
A STRATEGIC VISION + OBJECTIVES +
STRATEGY = A STRATEGIC PLAN
Elements of a Firm’s
Strategic Plan
Its strategic vision, business

mission, and core values
Its strategic and financial

objectives
Its chosen strategy
2–49
STAGE 4: EXECUTING THE STRATEGY
 Converting strategic plans into actions

requires:
● Directing organizational action.
● Motivating people.
● Building and strengthening the firm’s
competencies and competitive capabilities.
● Creating and nurturing a strategy-supportive
work climate.
● Meeting or beating performance targets.
2–50
MANAGING THE STRATEGY EXECUTION
PROCESS
 Creating a strategy-supporting structure.

 Staffing the firm with the needed skills and expertise.
 Developing and strengthening strategy-supporting
resources and capabilities.
 Allocating ample resources to the activities critical to
strategic success.
 Ensuring that policies and procedures facilitate effective
strategy execution.
 Organizing work effort along the lines of best practice.
2–51
MANAGING THE STRATEGY EXECUTION
PROCESS (CONT’D)
 Installing information and operating systems that enable

company personnel to perform essential activities.
 Motivating people and tying rewards and incentives
directly to the achievement of performance objectives.
 Creating a company culture conducive to successful
strategy execution.
 Exerting the internal leadership needed to propel
implementation forward.
2–52
STAGE 5: EVALUATING PERFORMANCE AND
INITIATING CORRECTIVE AJUSTMENTS
 Evaluating Performance:
● Deciding whether the enterprise is passing the three
tests of a winning strategy—good fit, competitive
advantage, strong performance.
 Initiating Corrective Adjustments:
● Deciding whether to continue or change the firm’s
vision and mission, objectives, strategy, and/or
strategy execution methods.
● Based on organizational learning.
2–53
♦ A company’s vision and mission, as well as its

objectives, strategy, and approach to strategy
execution are never final; managing strategy is
an ongoing process.
2–54
THE ROLE OF THE BOARD OF DIRECTORS
IN CORPORATE GOVERNANCE
 Obligations of the Board of Directors:

● Oversee the firm’s financial accounting and reporting
practices compliance with the Sarbanes-Oxley Act.
● Critically appraise the firm’s direction, strategy, and
business approaches.
● Evaluate the caliber of senior executives’ strategic
leadership skills.
● Institute a compensation plan that rewards top
executives for actions and results that serve
stakeholder interests—especially shareholders.
2–55
ACHIEVING EFFECTIVE
CORPORATE GOVERNANCE
 A strong, independent board of directors:

● Is well informed about the firm’s performance.
● Guides and judges the CEO and other executives.
● Can curb management actions the board believes
are inappropriate or unduly risky.
● Can certify to shareholders that the CEO is doing
what the board expects.
● Provides insight and advice to top management.
● Is actively involved in debating the pros and cons of
key strategic decisions and actions.
2–56
♦ Effective corporate governance requires the

board of directors to oversee the company’s
strategic direction, evaluate its senior
executives, handle executive compensation,
and oversee financial reporting practices.
2–57
ILLUSTRATION Corporate Governance Failures
CAPSULE 2.4 at Fannie Mae and Freddie Mac
♦ Why were the audit and compensation

committees at Fannie Mae’s ineffective?
♦ Was the conduct of the committees
legal? Was it ethical?
♦ What did linking executive compensation
to financial objectives do to promote
misconduct in both organizations?
♦ Could setting “stretch” objectives have
discouraged misconduct by top
management?

Charting A Company'S Direction:: Its Vision, Mission, Objectives, and Strategy

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Charting A Company'S Direction:: Its Vision, Mission, Objectives, and Strategy

Загружено:

Авторское право:

Доступные форматы

CHAPTER 2

CHARTING A COMPANY’S DIRECTION:

1. Developing a strategic vision, a mission statement, and

♦ A company’s strategic plan lays out its future

 Developing a Strategic Vision:

♦ A strategic vision describes management’s

The Dos The Don’ts

Be forward-looking and directional Don’t dwell on the present

Keep it focused Don’t use overly broad language

Have some wiggle room Don’t state the vision in bland or

Be sure the journey is feasible Don’t be generic

Indicate why the directional path Don’t rely on superlatives only

Make it memorable Don’t run on and on

Vision Statement for Coca-Cola

Effective Elements Shortcomings

Vision Statement for Proctor & Gamble

Effective Elements Shortcomings

Vision Statement for Heinz

Effective Elements Shortcomings

♦ For which of these businesses is it the

 Why Communicate the Vision:

♦ An effectively communicated vision is a

 Put the vision in writing and distribute it.

 It crystallizes senior executives’ own views about the

 The Mission Statement:

♦ The distinction between a strategic vision and a

 Identifies the firm’s product or services.

♦ A firm’s core values are the beliefs, traits, and

♦ Patagonia’s Mission Statement

♦ Patagonia’s Core Values

 The Purposes of Setting Objectives:

♦ Objectives are an organization’s performance

♦ A company exhibits strategic intent when it

 Indicates firm’s intent to making quantum gains in

 Setting stretch objectives promotes better

♦ Financial objectives relate to the financial

♦ Financial Objectives ♦ Strategic Objectives

Examples of Financial Objectives

Examples of Strategic Objectives

♦ The Balanced Scorecard is a widely used

 A balanced scorecard measures

 Good financial performance is not enough:

 Breaks down performance targets for each

♦ Walgreens, Pepsico, Yum! Brands

 Chief Executive Officer (CEO)

♦ In most companies, crafting and executing

 The many complex strategic issues involved and

Corporate Multibusiness Strategy—how to gain synergies from managing a

• How to strengthen market position and gain competitive advantage

• Add relevant detail to the how’s of the business strategy

• Add detail and completeness to business and functional strategies

Functional Area Strategies

Orchestrated by brand managers, Operating Strategies

♦ Corporate strategy is strategy at the multi-

♦ A company’s strategy is at full power only when

Its strategic vision, business

Its strategic and financial

Its chosen strategy

 Converting strategic plans into actions

 Creating a strategy-supporting structure.

 Installing information and operating systems that enable

♦ A company’s vision and mission, as well as its

 Obligations of the Board of Directors: